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ESMT Case Study
ESMT Case Study No. ESMT-316-0174-1
Subject(s)
Strategy and general management
Keyword(s)
Solar cells, manufacturing, chemicals, marketing, strategy, Asia, China, Germany, mid-size company, firm structure, hidden champions
JEL Code(s)
L65, L10, L22
The case study describes developments at Heraeus, a successful mid-size company from Germany that markets a wide range of high-grade precious metal products worldwide. It presents the developments of the segment that is active on the market for silver pastes for photovoltaic systems. This market had experienced strong shifts in demand since 2011 – firstly from Europe and North America to Asia, particularly China, and secondly from standard products to customized product solutions. Due to these developments Heraeus had lost its market leadership and recruited Andreas Liebheit as the new head of the segment, who was to get it back on a successful track. The participants will discuss what strategic decisions Andreas Liebheit should make to counter the market developments and what implications these decisions will have in particular on marketing and sales, the global organization structure and leadership culture of the segment. Beyond the strategic aspect, the case can serve to explore what conclusions Heraeus should draw on a company-wide level from the developments of the segment.
  • Analyzing situation and trends on a technology-driven, global B2B market.
  • Understanding challenges and opportunities of small/medium companies (‘hidden champions’) when competing with big corporations in niche markets.
  • Reflecting options of changing business strategy and reviewing their implications, in particular regarding:
    • the global distribution of the internal value chain of a company
    • leadership culture when shifting the business focus from the western hemisphere to Asia
    • HR requirements when moving from product to solution business
NOTE: This case does not have a teaching note and is not available via our distributors. If you are interested in this case, please contact either the author or publications@esmt.org.
ESMT Case Study
ESMT Case Study No. ESMT-411-0125-1
Subject(s)
Human resources management/organizational behavior
Keyword(s)
talent management, management development, leadership pipeline, developing from within, hiring from outside, talent retention, high potential, psychological contract, re-engineering, restructuring, economic crisis, low growth market
The case describes the challenges faced at BestCar Bank with respect to talent management and leadership development in the context of a difficult business environment, low-growth markets, and fundamental organizational changes. BestCar Bank is an automotive financial services provider, part of one of the Germany's most premium car manufacturers. After years of high growth and internationalization, the company is finding only limited growth opportunities in the developed countries of the Western World. The management attention has shifted to re-engineering initiatives to make the organization lean and efficient. The economic crisis has increased the pressure to reduce costs and increase efficiency. Despite a state-of-the-art talent management, BestCar Bank faces increasing difficulties in retaining and developing talent. The case can be used to facilitate a discussion and exchange on questions such as - how talent management can be adapted to a changing environment, - what driving and restraining forces influence the success of talent management, - how the link between strategy, change, and talent management can be re-established, - and how a modern management development today can look like.
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Book Chapter
In Tricky coaching: Difficult cases in leadership coaching, edited by Konstantin Korotov, Elizabeth Florent-Treacy, Manfred Kets de Vries, Andreas Bernhardt, 106–114. New York: Palgrave MacMillan.
Subject(s)
Human resources management/organizational behavior
Secondary Title
Tricky coaching: Difficult cases in leadership coaching
Pages
106–114
ISBN
978–0230280229
Case
Darden School of Business Case Study No. UVA-M-0796
Robert E. Spekman, Olaf Plötner, Bülent Gögdün (2011)
Subject(s)
Strategy and general management
Keyword(s)
marketing strategy, technology management, corporate entrepreneurship, from products to services, innovation, new business, new products and services
ESMT Case Study
ESMT Case Study No. ESMT-310-0114-1
Subject(s)
Strategy and general management
Keyword(s)
timing of innovation, first mover advantage, program management, business strategy
The case study describes the strategic moves of Airbus in the twin-aisle-twin segment since the announcement by Boeing of the launch of its 787 Dreamliner. Airbus' clients initially reacted negatively to the strategic response on two occasions by criticizing the design of its competitive offering. By the end of 2006, however, there were positive signs that the new design, the A350 XWB, would be able to find its market. However, the formal industrial launch was not yet made and the A350 program management office had been asked to prepare a series of proposals to the Board of EADS regarding the next steps.
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ESMT Case Study
ESMT Case Study No. ESMT-410-0111-3
Bülent Gögdün, Ulf Schäfer (2010)
Subject(s)
Human resources management/organizational behavior
Keyword(s)
Leadership, leading experts, leading clever people, leading in flat organizations, followership, non-hierarchical leadership, distributed leadership, shared leadership, team, self-governing teams, leadership in matrix organizations, leadership in network organizations, leadership rotation, leadership as a process, trust-control relationships
The 15-minute video case study presents the Orpheus Chamber Orchestra, a world-renown orchestra that works without a conductor and is thus very different from almost every other orchestra of its size in the world. The musicians are responsible for jointly developing the interpretation of a piece of music. Everybody is asked to contribute to this process. The orchestra members are rotated frequently, so that everybody is a soloist or section leader at times, in the "tutti" at other times. Put differently, every musician is a leader at times, a follower at other times. The case study is showing how the orchestra works in the context of workshops with executives from the corporate world. The case focuses on contributions by the musicians of Orpheus, outlining the vision, the process of work, and the underlying values shared by the orchestra members. The case illustrates principles of shared, distributed leadership and thus sheds light on traditional, hierarchical concepts of leadership and aspects of leadership and teamwork.
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ESMT White Paper
ESMT White Paper No. WP-109-02
Mario Rese, Annika Wilke, Bülent Gögdün (2009)
Subject(s)
Marketing
Keyword(s)
MBA marketing, business school, MBA program, full-time MBA, executive MBA, part-time MBA, distance MBA, reasons for starting an MBA, business school selection, information sources, quality indicators, number of applications, ranking, accreditation
JEL Code(s)
M31
The purpose of this paper is to deepen our understanding of the MBA market. Our focus lies hereby on the customers, that is, on people who are interested in attending an MBA program and who are courted relentlessly by business schools. The paper analyzes why people do an MBA and how they select their favorite business schools and MBA programs. We particularly try to understand the differences between various groups of applicants based on gender, length of work experience, level of GMAT score, type of study, and nationality. The paper shows that different segments of applicants start an MBA for different reasons and display different preferences with respect to school selection, use of information sources as well as decision-making. We hope that the insights will help business schools make their marketing approaches even more effective.
Pages
66
ISSN (Print)
1866–4016
Book Chapter
In Bringing technology to market: Trends, cases, solutions, edited by Olaf Plötner, Robert E. Spekman, 159–166. Weinheim: Wiley.
Subject(s)
Marketing
Keyword(s)
B2B marketing
Secondary Title
Bringing technology to market: Trends, cases, solutions
Pages
159–166
ISBN
978–3527502707